uniqlo - Fast Retailing

UNIQLO
Business Model
Global Expansion
Asia
United States
Japan
29
UNIQLO Business Model
UNIQLO was the first company in Japan to establish an SPA (Specialty store retailer of Private label Apparel)*
model encompassing all stages of the business—from design and production to final sale. By continuously
refining its SPA model, UNIQLO successfully differentiates itself from other companies by developing unique
products. We quickly make adjustments to production to reflect the latest sales trends and to minimize storeoperation costs such as personnel expenses and rent. This is how we at UNIQLO provide such high-quality
clothing at such reasonable prices.
Planning
Development
and
procurement
of materials
Proposals
Price
negotiations
R&D
(Designers/Pattern makers)
Proposals
Materials
manufacturer
Sales promotion plans
Designs
Merchandising
(External)
Order
design sample
Samples
Production
Production departments
匠
Quality control/Monitoring
of production schedules
Production
volume
guidance
Production
planning
Guidance for
adjusting production
Takumi
Marketing
Sales
( promotion
)
Technical guidance
Partner factories
(External)
Warehouse
Sales
(External)
Order
guidance
Inventory control
Place orders
Markdown guidance
Stores and online sales
Feedback
Customer
Center
Feedback
Opinions
Customers
*T
he SPA (Specialty store retailer of Private label Apparel) business model incorporates the entire clothes-making process from
procurement of materials, product planning, development and manufacture through distribution and retail to inventory management.
30
Planning
Product concept
Research & Development
(Designers/Pattern makers)
UNIQLO’s R&D centers continually
research the latest fashions and lifestyles
from around the world as well as look for
new materials.
Concept meetings are held roughly one
year before a product’s intended launch.
On these occasions, R&D designers meet
with representatives from the merchandising, marketing, materials development and
production departments to discuss and
finalize concepts for upcoming seasons.
Then UNIQLO’s R&D centers prepare
designs and refine samples until each
product is finalized.
Material selection
Design samples
Merchandising
Merchandisers play a vital role from product
planning through production. After meeting
with the R&D designers, merchandisers
then apply the concepts for each season
to product plans, materials and designs.
Next, merchandisers decide the product lineup and volume for each season,
paying close attention to a detailed marketing strategy.
One other important task for our merchandisers is to decide when to increase
or reduce production during a season. Any
decisions to adjust production in line with
demand are made jointly with the product
planning department.
R&D prepares multiple samples until each
final product is perfected
31
■ UNIQLO’s Strengths
1
2
We Seek the World’s
Best Materials
UNIQLO is able to offer reasonably priced garments made with luxury materials such as
cashmere, Supima cotton, merino wool and
premium down.
You might expect to pay several hundred
dollars for a women’s cashmere V-neck sweater,
but at UNIQLO you can purchase one for under
80 dollars. This strength is based on our ability to
negotiate directly with global materials manufacturers and secure mass-volume orders at
low cost.
New Functional Materials
Create Demand
Another key UNIQLO strength is our ability to
develop new functional materials jointly with
materials manufacturers and use them to
make clothes that everyone can afford.
For example, UNIQLO developed its innovative HEATTECH materials with Toray
Industries, and steady improvements over the
years have resulted in superb high-quality garments. Today, products such as HEATTECH
(thin, light clothing that keeps you warm during
cold winters) are transforming people’s lives.
■ UNIQLO’s Key Strategic
Materials and Products
HEATTECH
Cashmere
UT
(UNIQLO Printed T-shirt)
Air Tech
Fleece Jacket (Early item)
Fleece
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
Planning
Materials procurement
Materials development
Development and Procurement of Materials
UNIQLO secures a stable, high-volume
supply of top-quality materials at low
cost by negotiating directly with materials
manufacturers. Indeed, our large-volume
orders of single materials mean UNIQLO
can negotiate better terms for materials
procurement than any other apparel
manufacturer.
Since implementing our Global Quality
Declaration in September 2004, UNIQLO’s
increased attention to material quality has
led to the development of new products
including HEATTECH, premium down,
cashmere sweaters and premium cotton
shirts. We place particular importance
on the materials used for our core items,
and our persistent, in-depth research
and experimentation continues to generate multi-layered improvements to the
32
functionality, feel, silhouette and texture of
our clothes.
Take denim, for example. We source
denim from the industry’s reputed Kaihara
Corporation, to specific spinning standards
and dyeing specifications.
We have also created new, revolutionary products such as HEATTECH by jointly
developing materials with synthetic fiber
manufacturer and strategic partner Toray
Industries. UNIQLO can work with materials manufacturers in this way because it
produces over 700 million items annually.
In the nine years since making our
Global Quality Declaration, UNIQLO’s
brand image has been transformed from a
retailer of low-priced clothing to a retailer of
high-quality clothing made from functional
materials and superior fabrics.
The intensity of the dyed fabric is
measured and tested
Ultra Stretch Jeans
Global Quality
Declaration
September 2004
Danpan Warm Pants
Easy Knit Leggings
UV Cut Cardigan
Ultra Stretch
Jeans
Style Up Innerwear
AIRism
AIRism
Style Up Innerwear
Ultra Light Down
Machine Washable
Easy Knit
Leggings
Bra Top
Bra Top
Skinny Jeans
Ultra Light Down Jacket
Premium Cotton
European Linen
Machine Washable Sweater
Premium Down
Premium Down Jacket
HEATTECH
Cashmere Sweater
2005
2006
2007
Fleece Jacket
2008
2009
2010
2011
2012
2013
2014
Materials and design
The Evolution of HEATTECH
HEATTECH thread is made up of a combination of four fibers: acrylic, rayon, polyester and polyurethane. Some people thought the
first HEATTECH garments, launched in 2003, were too stiff for innerwear, so we softened the acrylic and rayon fibers to achieve
HEATTECH’s renowned soft, silky feel.
2003
2006
2013
The original HEATTECH combined the moisture-absorbing and fast-drying properties of
polyester with macaroni-shaped hollow cotton thread that retained heat in the pockets
of air within its fibers.
We replaced the hollow cotton thread with a
fiber that combined rayon with micro acrylic
ten times thinner than a strand of human
hair. The result was a soft, dry feel. The basic
HEATTECH material was now complete.
Rayon evolved into micro rayon in 2010,
making the thread even thinner and improving the feel of HEATTECH. In 2013, we
added Camellia oil as a moisturizing agent to
our women’s range for a softer, gentler feel.
33
R&D
イナー／パタンナー）
販促計画
デザイン
ャンダイジング
（MD）
（商品企画）
数量
指示
デザイン発注
生産部
商品計画
増減生産
の指示
匠
技術指導
マーケティング
（販売促進）
Production
生産工場
（外部）
Set volume and begin production
Quality and
Production Control
庫コントロール
Spinning and dyeing
UNIQLO Takumi Teams
“By offering instruction
on dyeing technology to
UNIQLO deploys about 400 staff and
UNIQLO’s partner factextile
takumi (skilled artisans) to offices in
請
値引指示
tories, I can encourage
Shanghai, Ho Chi Minh City, Dhaka and
workers to embrace a
Jakarta. Production managers visit partner
ストア
フィード
ィード
new フ
production
manfactories each week to resolve
outstandバック
バック
カスタマー
agement philosophy and
ing issues. Customer concerns regarding
センター
improve the factories
quality are communicated immediately
themselves. Our cultures
to production departments, and then
お客様のご意見はMD・
may be different, but
improvements are made.
ご意見 素材開発・生産部・店舗
にフィードバックされる。 our aim is the same—to
make truly great products. I am proud to
be passing on expert
Japanese techniques to
the next generation of
Chinese technicians.”
34
Knitting and sewing
Expanding Our Production
Network
Broadening its global reach, UNIQLO has
formed business relationships with partner
factories in China, Vietnam, Bangladesh
and Indonesia. We have production offices
in Shanghai, Ho Chi Minh City, Dhaka and
Jakarta to ensure our clothes are made to
the highest global standard of quality.
■ UNIQLO Production Offices
Shanghai
Dhaka
Ho Chi Minh City
匠
Dyer Takumi
Kazuaki Iida
Jakarta
Introduce World-class
Business Processes with
Top-class Partner Factories
UNIQLO forms solid partnerships with carefully selected,
world-class factories that share our corporate philosophy and vision. For us, these relationships are much
more than simple business deals. They represent a joint
commitment to work together. We produce high-quality
garments at reasonable prices by dividing our long-term
production plans into manageable monthly production
volumes and by implementing the best global business
practices to increase operational efficiency.
We resolve any issues that may arise during the
production process swiftly and firmly, and implement
fundamental measures to ensure the same problem
does not recur. We believe we can grow along with our
partner factories by maintaining this patient, steady commitment to perfecting our techniques and improving our
business procedures.
By controlling the entire clothes-making process from
materials procurement through
manufacture and retail, we can
offer our customers truly great
clothing at reasonable prices,
which makes us very happy.
Group Executive Vice President
Fast Retailing Co., Ltd.
Head of Production Dept.
Yoshihiro Kunii
Processing and finishing
Product inspection
Shipped to destination
■ The Cut and Sew Manufacturing Process
Spinning
The spinning begins with the
unravelling of raw yarn materials.
Cotton is blended from multiple
localities to ensure quality.
Dyeing
Computer-generated test colors
are adjusted by skilled artisans
with an eye for slight differences
in color.
Knitting and sewing
The sewing process begins with
cutting, followed by machine sewing, which requires both precision
and patience.
Processing and finishing
Ironing and packing are performed
with great care. Quality and safety
inspections are conducted several
times.
35
Sales
Shipped to stores
Products reach the warehouse
Inventory Control
Marketing
Online Store
The Inventory Control Department maintains the optimum level of store inventory
by monitoring sales and stock on a weekly
basis, and dispatching necessary inventory
and new products to fulfill product orders.
At the end of each season, merchandisers and the Marketing Department help
coordinate the timing of markdowns and
limited-period sales (typically 20 to 30% off
the regular price) to ensure that inventory is
sold out.
Each season, UNIQLO conducts promotional campaigns for core products
such as fleece, Ultra Light Down jackets,
polo shirts and HEATTECH. During the
campaigns, UNIQLO advertises these core
products’ unique qualities and noteworthy
features on TV and in other media. In
Japan, for example, weekly flyers in the
Friday edition of national newspapers promote the apparel that will be discounted
that weekend.
Sales from the UNIQLO Japan Online
Store totaled 24.2 billion yen in fiscal 2013,
or 3.5% of total UNIQLO sales. We also
offer online sales in China, Hong Kong,
Taiwan and the U.S.
Customer Center
The Customer Center deals with more than
90,000 comments and requests annually.
Appropriate departments then act on them
to improve products, stores and services.
暖かさをはいて、
出かけよう。
Promotional flyer
36
TV commercial
Customer Center
（兆円）
In-store and online sales
■ Sales of major global SPA Firms
UNIQLO Stores
UNIQLO Japan had 853 stores nationwide
(including 19 franchise stores) at the end of
August 2013. Since opening the first store
outside Japan in 2001, UNIQLO International
has expanded to 446 stores, including 280
stores in Greater China, 105 in South Korea,
and 39 elsewhere in Asia. Store development has been especially rapid in Asia, and
we have begun to develop a full-fledged
store network in the United States.
FAST RETAILING
（UNIQLO）
Inditex
（ZARA）
GAP
2.5 (trillions of yen)
H&M
Limited Brands
2.0
1.5
1.0
0.5
0
FY
’98
’99
’00
’01
’02
’03
’04
’05
’06
’07
’08
’09
’10
’11
’12
’13
Note: Compiled using data from the annual reports converted at August 31, 2013 exchange rates
Roadside UNIQLO store
37
UNIQLO’s Global Expansion
UNIQLO Gaining Recognition
as a Global Brand
Paris Opéra Store
311 Oxford Street Store
LONDON
Myeongdong Central Store
Shinsaibashi Store
MOSCOW
MYEONGDONG
PARIS
BEIJING
TOKYO
SHANGHAI
HONG KONG
TAIPEI
BANGKOK
MANILA
SHINSAI
BASHI
KUALA LUMPUR
SINGAPORE
JAKARTA
UNIQLO
International
Store
Network
15
’02
(Fiscal year-end)
26
’03
9
14
’04
’05
30
’06
39
’07
54
’08
UNIQLO is crossing the threshold into a new era as a
global brand. We are bringing UNIQLO to the attention
of more and more people, and offering them the products and services that are just right for them. We are
opening global flagship stores and hotspot stores in
major cities worldwide, as well as aggressively opening first stores in new markets. This strategy is fast
transforming UNIQLO into one of the most prominent
retailers in the world.
Lee Theatre Store, Hong Kong
38
Shanghai Store
Estimate for
end of August 2014
629
’14
446
’13
BICQLO Shinjuku East Exit Store
GINZA
Ginza Store
SAN FRANCISCO
292
’12
SHINJUKU
181
92
136
NEW YORK
NY 5th
NY SOHO
’11
’10
’09
UNIQLO
Global Flagship and
Hotspot Stores
Shanghai West Nanjing Road Store
Mingyao Department Store, Taipei
Soho New York Store
New York Fifth Avenue Store
39
UNIQLO’s Expansion in Asia
UNIQLO in China
Prepared for Dramatic Growth
UNIQLO Shanghai Store
(Global flagship store)
Success of Shanghai Global Flagship Store Fuels Momentum
UNIQLO opened a global flagship store on Shanghai’s
prime Huaihai Road in September 2013. From the day
it opened, the store has attracted far more customers
than initially predicted. Boasting a sales floor area of
approximately 6,600 square meters, the Shanghai Global
Flagship Store is UNIQLO’s biggest store to date. Four
other Fast Retailing Group brands—GU, Comptoir des
Cotonniers, Princesse tam.tam and PLST—also made
their debut in China by opening outlets in the same building. The five brands together command retail space in
excess of 7,200 square meters. Part of this combined
store’s attraction lies in the fact that customers can enjoy
comparing UNIQLO with other Group brands that offer
different designs and price ranges.
The opening event was attended by UNIQLO
Global Brand Ambassador and top tennis player Novak
Djokovic. In October 2013, Djokovic won the China Open
and defended his title at the Shanghai Masters. Yet he
still found time to attend the store opening and have fun
communicating with young tennis fans. UNIQLO’s brand
image also benefitted from the extensive global media
coverage of this charming exchange.
Overall, the opening of the Shanghai flagship store
proved extremely beneficial, with many people across
China talking about the personable, cheerful and cool
nature of the UNIQLO brand. UNIQLO already has stores
in 55 cities, but the success of the Shanghai flagship is
likely to fuel further expansion.
Highly Profitable Expansion outside Major Cities
Now a Realistic Prospect
We want people to think of UNIQLO as their favorite brand
Nanjing, Changsha, Wuhan, Xi’an and Shenyang, and to
and UNIQLO garments as their favorite clothing. Chinese
consumers, particularly outside of major cities, tend to be
conservative in terms of brand loyalty. They prefer established Chinese brands, and do not readily purchase items
from new stores set up by new companies. In the past,
while the UNIQLO brand was widely recognized in major
cities such as Shanghai and Beijing, residents of China’s
smaller cities and regional areas were less familiar with it.
However, UNIQLO has spent the past two to three years
earnestly developing and promoting its retail business in
smaller cities and regions across China. This has greatly
boosted recognition of the UNIQLO brand in these areas,
and also earned the loyalty of local customers.
Indeed, over this period, we have succeeded in altering long-held consumer patterns outside China’s major
cities. People in these regional areas now like the UNIQLO
brand and want to wear UNIQLO clothing. As a result,
UNIQLO is now ready to move onto the next stage of its
development in China. We intend to create a dominant
retail position in cities such as Chengdu, Chongqing,
achieve the same level of brand loyalty in these smaller
cities as UNIQLO enjoys in Shanghai and Beijing. The
creation of this dominant retail presence will enable us
to develop highly profitable operations in these cities.
UNIQLO’s operation in China has expanded rapidly from
54 stores at the end of August 2010 to 225 stores at the
end of August 2013. However, we believe our initial rapid
expansion will prove a mere prelude to the wider-scale
expansion that is to come.
The growth of UNIQLO in China also provides
increased employment opportunities for young people
seeking fruitful and rewarding careers. We aim to be a
company where employees feel motivated and inspired—
a healthy corporate environment is vital to building a wellsupported brand. We continue to strive each and every
day to fulfill the expectations
and earn the trust of our
customers.
Fast Retailing Group Executive Vice President,
CEO of UNIQLO Greater China
CEO of FAST RETAILING (CHINA) TRADING CO., LTD.
Pan Ning
41
UNIQLO in the United States
Aiming to Become the Top
Casualwear Brand
Bay Street Emeryville Store
Palisades Center Store
California
Garden State Plaza Store
Westfield Trumbull
Shopping Center Store
Bay Street Emeryville Store
Westfield Trumbull Shopping Center Store
New York
Union Square Store
Stonestown Galleria Store
Palisades Center Store
Garden State Plaza Store
Westchester’s Ridge Hill Store
Hillsdale Shopping Center Store
New Jersey
Connecticut
Smith Haven Mall
Fifth Ave Store
34th St Store
Soho New York Store
Westfield Valley Fair Mall Store
Bridgewater Commons Mall Store
Atlantic Terminal Mall Store
Staten Island Mall Store
Menlo Park Mall Store
Union Square Store
42
Fifth Avenue Store
UNIQLO’s High-Quality, High-Value Clothing
Will Also Triumph in the U.S.
Store
I love businesses that influence people’s lives. I worked
for a popular U.S. casualwear chain for many years
which grew from a network of 100 to 500 stores. Even
before I joined UNIQLO USA, I admired the UNIQLO
brand—I saw how the opening of a new UNIQLO store
attracted long lines of expectant customers. I was also
struck by how thoroughly UNIQLO embraces the challenge of globalization, considering what it needs to do
and where it needs to invest. Now, I am excited to be
part of the UNIQLO family, working to achieve its goals
from the inside.
I believe UNIQLO products offer high value.
UNIQLO’s highly functional materials are fantastic examples of the latest Japanese technology. Many UNIQLO
garments, including HEATTECH, Ultra Light Down and
AIRism, have the potential to transform our lifestyles.
I believe these revolutionary products will triumph in the
United States.
The U.S. apparel industry is relentless and extremely
competitive. Careful store development is very important
if UNIQLO is to secure victory. My career in this arena
spans over 20 years, and I intend to apply this experience to the development of new UNIQLO stores in the
United States. When planning a new store, it is vital to
select a location that best suits the brand, and to decide
how to market the brand to local customers. This is
especially true with a new brand such as UNIQLO, which
must be able to present itself as offering unique features.
The U.S. market is extremely large, and a brand that is
recognized in New York may not be familiar to customers in the suburbs. I therefore believe that our marketing
and new store strategies hold the key to the future success of UNIQLO in the U.S.
Fortunately, many people in the United States are
open-minded when sampling new brands. For that
reason, high-quality UNIQLO products can definitely win
the hearts and minds of local customers. The decision to
advertise the opening of our new in-mall stores through
free local newspapers and community-based marketing
proved successful, and these stores have subsequently
generated higher-than-expected sales.
UNIQLO in the United States Treasures its Japanese DNA
My mission is to make UNIQLO the number one apparel
brand in the United States, while treasuring UNIQLO’s
Japanese origins. I believe our greatest chance of success lies in using our Japanese DNA to differentiate
ourselves in the highly competitive U.S. apparel market.
UNIQLO USA operated 17 stores at the end of
December 2013, with five stores on the West Coast and
12 stores in and around New York City. Going forward,
we want to build an initial network of 100 stores by
steadily opening 20 to 30 stores annually. To do this,
we need to nurture personnel who can absorb the vital
UNIQLO DNA. We began training newly hired university
graduates to become store managers several years ago.
Fall 2012 saw the first U.S. citizen become a store manager. Now all new store managers are hired locally, and
our in-store service and store design are comparable to
UNIQLO stores in Japan.
It is an exciting challenge for me to use my experience in the retail industry to grow UNIQLO into a leading
retail brand in the U.S. I shall work to make UNIQLO
USA a fun and vibrant company where young people
can pursue their dreams with
confidence and passion.
Fast Retailing Group Senior Vice President
CEO of UNIQLO USA
Larry Meyer
43
UNIQLO in Japan
Improve Brand Image,
Ensure Stable Growth
Boost Market Share in Promising Urban Areas
According to the Ministry of Economy, Trade and
Industry (METI), Japan’s department store, supermarket
and apparel retail sales totaled 10.7 trillion yen in 2010.
Based on METI’s data, UNIQLO’s market share in Japan
in 2013 was 6.2%. (Its 2013 menswear market share
was 10.0%, and its women’s wear market share was
4.7%.) However, given its origins as a chain of suburban
roadside stores, UNIQLO has traditionally been underrepresented in major urban areas such as Tokyo, Osaka
and Fukuoka.
Since opening our first in-mall stores in 2004,
UNIQLO’s image has been transforming from a suburban discount retailer to a high-quality, high-street brand.
Commercial property developers recognize UNIQLO’s
power to attract customers, and we receive many invitations to open stores from prime large-scale shopping
malls, urban department stores and fashion buildings.
Our new global hotspot store, the BICQLO Shinjuku
East Exit Store, has enjoyed great success in a location
formerly occupied by a prominent department store.
We will continue to expand our urban market share by
aggressively opening stores in major cities. In spring
2014, we plan to open global hotspot stores in Ikebukuro
and Okachimachi, two thriving Tokyo commercial districts on a par with Shinjuku.
■ UNIQLO Japan:
Share of Sales by Prefecture
UNIQ LO Ja pa n sha re in fisc al 2013 was
extrapolated from 2010 commercial statistics
totaling net sales per prefecture for department
stores, supermarkets and apparel retailers.
6.5% and above
5.5% - 6.49%
Osaka
Under 5.5%
Mean 6.2%
Fukuoka
Tokyo
UNIQLO’s Successful Large-Scale Store Model
Maintains Efficiency and Boosts Total Sales Floor Space
In 2005, UNIQLO began opening large-scale stores of
over 1,600 square meters in Japan. Today, large-scale
stores account for approximately 20% of UNIQLO’s total,
and the majority of openings are of large-scale stores. As
we expand our total sales space, we are careful to avoid
any cannibalization of business. When we open a new
large-scale location, we make sure to close regular-sized
(800 square meters) stores nearby.
In the apparel industry, sales and profitability per
square meter in a given store typically decrease as sales
area increases. However, UNIQLO’s business model for
profitable large-scale stores has proved highly successful. UNIQLO’s big break came with the opening of a store
in Tokyo’s trendy Harajuku district. In 2000 and 2001, our
popularity surged, and sales per square meter increased.
Since then, we have maintained sales per square meter
of approximately one million yen per year (the figure in
fiscal 2013 was 933,000 yen).
■ UNIQLO Japan:
Sales Floor Space and Sales per Square Meter
■ Average sales floor space (left)　● Directly-run store sales per square meter (right)
800,000 (m2)
(thousands of yen/m2) 2,000
600,000
1,500
400,000
1,000
200,000
500
0
FY
0
’95 ’96 ’97 ’98 ’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13
45
UNIQLO Global Strategic Product Brands
AIRism Comfort
Takes the World by Storm
Top world professional tennis player
Novak Djokovic wearing
AIRism during a match
Comfort Unlimited
Any Person, Any Season, Anywhere
AIRism functional innerwear has taken its place alongside
HEATTECH as one of our global strategic product brands.
Wearing AIRism eliminates the sweaty feeling you get in
hot, humid weather. Ultra-fine fiber technology regulates the
circulation of the air between your skin and your outer layers
of clothing for a light, cool, soft feel.
For men who struggle with sweat-stained clothes,
UNIQLO and leading synthetic fiber manufacturer Toray
Industries have developed ultra-fine microfibers that quickly
absorb and dry away perspiration and feel so soft that you
often forget you are wearing them. AIRism’s lines for women
combine breathable, natural cupro fibers (produced by top
materials manufacturer Asahi Kasei) with Toray’s micro
nylon to keep women dry and reduce the chill factor associated with air conditioning. With a single piece of innerwear
that guarantees comfort, UNIQLO’s products are changing
people’s lives worldwide.
Resounding Global Support
98.7% Vote Yes To AIRism’s Comfort Unlimited
Comments from Customers Who
Wear AIRism
Do you feel “comfort unlimited”?
Yes or no?
It’s so light that I can hardly feel it.
(France, Female, 28)
It’s great for basketball.
I feel dry and fresh for the entire game.
(United States, Male, 17)
Even if I’m sweaty, I don’t get that
cold feeling from the air conditioning.
I want to wear these all year round.
Yes
98.7%
(Japan, Female, 46)
I felt dry and comfortable,
even in a humid office during
a power outage.
(Malaysia, Female, 42)
I really love the smooth, silky feel.
(China, Female, 35)
100,000 participants in 13 countries and regions where
UNIQLO operates were asked to try the new AIRism
lines and decide whether they felt “comfort unlimited.”
During the voting period, from June 1 to July 15, 2013,
98.7% voted yes.
47